Friday 22 July 2016

Vulnerability and Shame

Last week we had a very interesting CPD session at Cumbria Coaching Network. Our guest speaker was Jacqui Sjenitzer, who introduced us (by both word and experience) to the work of Brené Brown on shame and vulnerability.

We explored themes of emotional exposure, and how the flight from that is one of the things that prevents us from truly turning up and being ourselves. We talked abut armouring up (to protect ourselves from the risk of emotional exposure), and the three strategies for that: moving away, moving towards and moving against. I was interested in the relationship of these to the Hogan HDS, where the Dark Side behaviours fall into the same categories.

And we spent a lot of time talking about The Arena. This metaphor is drawn from the famous Roosevelt speech, Citizenship in a Republic, delivered at the Sorbonne in 1910:
It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat. 
This is a powerful metaphor, and the idea of turning up (see above) is closely linked to it: unless we turn up in the Arena, we are not really being true to ourselves. But the steps of the Arena is when vulnerability is most likely to strike: just as we go into that meeting when we can tell a difficult truth (ie enter the Arena) or hold our peace (stay on the steps) etc.

Such vulnerability is fed by ideas of scarcity (not enough time, money, expertise, courage, experience...) comparison (someone else is .... than me) shame, and the idea is that we can overcome it by self-compassion and empathy.

There was lots here that resonated with me, both with regard to myself and many people I work with. But I do have reservations about the Arena as a metaphor: building a philosophy on the metaphor of fighting for survival seems to me to lead to a particular way of looking at things - a particular set of possible stories - that may not be the most helpful.

Nonetheless, I found this a very stimulating and thought-provoking session, and am keen to read more of BrenĂ© Brown's work, and reflect on her TED talks: which may be seen here (on the power of vulnerability) and here (listening to shame). 

Friday 15 July 2016

Anyone Got A Nail?

 I have just finished my training to use the Hogan Psychometric tools (click here to see my previous musings about these). It was a fascinating couple of days, though I will need to do some further reading, discussion and reflection to get the full richness of the concepts, and also some practice in discussing them with clients, of course.

Part of the enjoyment came from the rich group who assembled for the course, which I organised (purely for my own convenience) and which was run at Lowther Castle - just over the valley from my house. We had a few independent coaches, some academics, an HR Assistant Director, a maths teacher - all good stimulating company.

There are three tools in the suite that we studied. The first is the Hogan Personality Inventory. This is known as the Bright Side, and looks at those strengths which others are likely to see in us when we are operating at our best. There are seven scales, and they map onto the Big Five psychological traits (the Five Factor Model). The Five Factor Model is the most widely-accepted personality trait model (though not above criticism, by a long way...) What the Hogan tool adds to the model is an emphasis on how others see you - your reputation. Behind the questionnaire sits a lot of research about how others perceive people who self-report in particular ways. I think that is particularly helpful in coaching conversations, especially with people who are quite self-aware, in terms of their internal self-image, but may not have such a clear understanding of how others read them, interpret them, and react to them.

 The Second of the tools is the Hogan Development Survey, popularly known as The Dark Side. This was the first of the tools I heard about, and anecdotally seems to be the one that people talk about the most. The 11 scales measure those strengths which may become career de-railers if over-used. Typically, that occurs when one's self-moderating habits are relaxed; so under pressure or stress, or (conversely) when very relaxed and at ease. This was also the first of the tools that I experienced on the receiving end, and I have blogged about the insight, and the impact, this tool previously (here and here). This is also the basis of the book Why CEOs fail (by Dotlich and Cairo), and we looked at some of the real-life case studies from the book on the workshop. It looks well worth a read. I think that all of us on the programme found this a particularly helpful tool, in terms of stimulating useful coaching conversations.

The third of the tools is the Motives, Values, Preferences Inventory. This is the tool that looks 'inside'  and looks at the core values, goals and interests that determine satisfaction and drive careers. I can see this being very helpful for people who are not sure why they are dissatisified with (apparently) successful careers, or who are considering a career change.

All of the tools struck me as useful. There are all of the usual caveats about validity, need for tentativity in discussing the reports with people, problematic language (some of the labels seem unhelpful) and so on. Nonetheless, I can see many situations in which these could be extremely helpful - and am already thinking of many individuals with whom to have that discussion.

And then, of course, I pause and reflect: here I am with a shiny new hammer: so the temptation is to see every problem as a nail... I will proceed with due diligence, and in discussion with my coaching supervisors (one of whom was on the programme, as was a member of my co-supervision group).  But if you are interested, don't hesitate to get in touch!

Friday 8 July 2016

The Dunning Kruger Effect

I have been learning a little about the Dunning-Kruger effect (in the wake of the referendum - I heard David Dunning on the radio and did a little reading subsequently). In essence, what Dunning and Kruger's research suggests is that people with low competence in a particular skill tend to over-estimate their competence, quite dramatically. Their incompetence includes an inability to make a sound judgement of their level of competence.

Moreover, those who are highly competent are more likely to underestimate their competence. I am reminded of Socrates, who probably didn't say All that I know is that I know nothing, but certainly had the intellectual humility that seems to accompany great wisdom.

I also reflected on my own complex set of beliefs about myself. I have confessed before to a fair dose of Imposter Syndrome. Is that, in fact, a clue that I am more competent than I perceive myself to be? Not so fast; for I am also pretty clear in my own mind that I am a better coach and facilitator than many others I come across. Is that, then, an example of Dunning-Kruger in its first observed form, and evidence, in fact, of my incompetence?

The best way to address such questions is probably not to pay too much heed to one's own opinion of one's abilities, but rather to seek objective measures and feedback from those who are well-placed to judge.

But the Dunning Kruger Effect raises another interesting question, and that relates to performance management. Conventional wisdom has it that you start the performance review meeting by asking the individual to assess how well he or she is doing. But if the incompetent are likely to believe that they are better than they are, and the competent that they are worse than they are, that gets the conversation into a difficult place straight away.

Moreover, in many organisations, managers shy away from giving accurate feedback in such direct conversations - understandably, because it is difficult. Instead, they make more general comments about the need to Raise the Bar and so on. And that, of course, is also fraught in this context. The incompetent, to whom the message is really addressed, will assume it doesn't apply to them. The competent, who are already carrying the bar over their heads on tiptoe, will believe that they Must Do More, like poor old Boxer in Animal Farm.

I haven't reached many conclusions about this. I need to think further about it.  And in particular I am interested in how it relates to my work on stories (did I mention my book on that is coming out shortly?)  So I would be fascinated in others' views and perceptions.


Incidentally, in doing the extensive picture research necessary for such a well-informed and well-illustrated blog as this, I came across this wonderful image, and found the source to be this equally wonderful blog: all of life can be mapped on a 2x2 matrix of one sort or another...

Those who know me will quickly recognise why this is a significant matrix for me to contemplate...

Tuesday 5 July 2016

Laying a ghost to rest?...

For a long time, one of the thoughts that has haunted me in those sleepless moments around 3am is that 'One day they'll find out.'  Imposter Syndrome is interesting and I think, in small doses, healthy; it is a subject I intend to explore further in the future, not least because I so often encounter it in very successful people.

But my own version had a particular edge: the notion that I have no qualifications for the work that I do. That was not wholly true: I was at least qualified to administer and give feedback on the MBTI (steps 1 & 2) and I have a further BPS Level 1 qualification; but that was about it. I do have lots of training and experience, but none of that was certified (apart from my First Aid at Work certificate, of course).

But now I have finished my ILM 7 programme in Executive Coaching and Mentoring, and can boast a Post Graduate Diploma.  Does that make any difference?

I think, with regard to my Imposter Syndrome, probably not. Such things are not, after all, strictly rational. (And a prize of a feeling of personal kudos to anyone who knows why the picture of Jason Karaban is included here)

However it has made a difference in other ways. My external credibility is, I suppose, enhanced; at least when it comes to corporate procurement processes that have a tick box approach. There is one more box I can tick. But more significantly, it has made me spend much more time reading about and reflecting on my practice. Even the writing of the assignments was valuable (and in fact a microcosm of the whole experience, in that I approached them in a fairly grumpy mood, seeing them as a moderately annoying hurdle to leap over in order to achieve a goal, and then found them valuable in their own right).

So a big thank you to Simon Whalley of Bluetree Development who is my programme tutor, and who has guided and supported me through the whole process.

For while it may not have laid the ghost of Andrew as Imposter to rest, it has been an invigorating and highly valuable experience.